Canadian Franchise Magazine
issue 2#3 - 2015
w w w. c a n a d i a n f r a n c h i s e m a g a z i n e . c o m
give me
liberty which path to choose
independent broker or franchisee?
the banking relationship home based franchising
Special Supplement LATEST NEWS
FINANCIAL ADVICE FROM THE BANKS
SUPPLIER FORUM
Page 1
TOP LAWYERS’ ADVICE
Don’t miss an issue
Get the App
www.canadianfranchisemagazine.com Page 2
CANADIAN FRANCHISING VOLUME 2, ISSUE 3 SEPTEMBER 2015 president: Colin Bradbury. colin@cgbpublishing.com
publisher: Vikki Bradbury. vikki@cgbpublishing.com
Editorial Department: editor@cgbpublishing.com
National Accounts Manager Advertising Kimberly Kutnick. kimberlyk@cgbpublishing.com
PRODUCTION: Diana Cikes. production@cgbpublishing.com
DESIGN: Jejak Graphics. jejak@bigpond.com
COVER IMAGE: liberty tax services
CGB PUBLISHING 676 Wain Rd. Sidney, BC V8L 5M5 CANADA www.canadianfranchisemagazine.com Proud member of the IFA:
SUPPLIER FORUM International Franchise Association 1501 K Street, N.W., Suite 350 Washington, D.C. 20005 Phone: (202) 628-8000
from the
Publisher Welcome to the Fall issue of Canadian Franchise Magazine. On the Cover we have Liberty Tax and get to meet Greg Baron who has been a Top Gun Franchisee for the past 6 years with Liberty. Our main feature this issue is Home based Franchising and offers some great advice on how to create a successful Home office, written by one of our regular Experts Lori Karpman. Are you one of the many Veterans in Canada looking to start your own Business? Then check out Gina Gill’s article on Transitioning from Military to Entreprenurship. As always we have some great expert advice and tips on franchising from our many experts such as Romal Bryce of BMO, on The Banking relationship, Jordan Druxerman of Garfinkle Biderman LLP who discusses The
Legal issues on franchising, Edward (Ned) Levitt of Dickinson Wright LLP asks What should I look for when evaluating a master Franchise or area development opportunity, and last but by no means least Luke Nuttall of WoW 1 day painting looks at Franchise Communication and Texting. Vikki Bradbury Publisher
“The Beautiful thing about learning is that no one can take it away from you.” - B.B. King
Fax: (202) 628-0812 www.franchise.org The information and contents in this publication are believed by the publisher to be true, correct and accurate but no independent investigation has been undertaken. Accordingly the publisher does not represent or warrant that the information and contents are true, correct or accurate and recommends that each reader seek appropriate professional advice, guidance and direction before acting or relying on all information contained herein. Opinions expressed in the articles contained in this publication are not necessarily those of the publisher. The publication is sold subject to the terms and conditions that it shall not be copied in whole or part, resold, hired out, without the express permission of the publisher.
Page 3
september - november 2015 On the Cover 10
Cover Story:
Liberty Tax Gives Customers Reasons to Smile
16
Which Path to Choose: Independent Broker or Franchisee?
22
The Banking Relationship Romal Bryce
34 Home Based Franchising Supplement
38
Roger J. Murphy
24
12
ca nadia n f ra nchise maga zine
Contents
In Every Issue 06 Canadian Franchising News
Industry news from across the country
26 Feature Article
14
42 A-Z Franchising and Services Directory
Page 4
Profile 14 Mr. Mike’s SteakhouseCasual
Expert Advice 12 SMS for Business Success Luke Nuttall
38
Canadian Franchise Magazine
16 Which Path to Choose: Independent Broker or Franchisee?
Roger J. Murphy
22 The Banking Relationship Romal Bryce 24 How Can Food Providers Stay Relevant Among Today’s College Students Sheryl Fox 32 What Should I Look for When Evaluating a Master Franchise or Area Development Opportunity? Edward (Ned) Levitt
40 Dunkin’ Donuts: An Implied Duty on Franchisors to Enhance the Brand? Jordan Druxerman
10
38 Buy Now or Buy Later? David Banfield
Franchisee in Action 18 Right at Home
Home Based Franchising Supplement
Focus 69 The Interface Financial Group
40
34 Creating a Successful Home Office – Lori Karpman
Franchisor in Depth 30 PigOut Catering Page 5
ca nadia n f ra nchising
what’s new! boutique fitness industry. As a franchise model, Pure Barre has experienced consistent demand from Canadians who have experienced Pure Barre’s one-of-akind technique in the U.S. “Pure Barre’s expansion into Canada is an incredible milestone and we’re looking forward to making our unique technique and community an international way of life,” said Sloan Evans, chief executive officer at Pure Barre. “We have a fantastic team of studio owners on board that we’re confident will translate our experience in Toronto with great success.”
PURE BARRE ANNOUNCES INTERNATIONAL EXPANSION North America’s leading barre concept to launch in Canada Pure Barre, the largest and most established barre concept in North America, is pleased to announce it will soon expand into the Canadian market – the brand’s first international location. The premier Canadian studio is slated to open in Toronto
on Queen Street West, a well-known retail and entertainment district. Pure Barre has experienced consistent growth throughout its history and in April 2015 opened its 300th studio, putting the brand at the forefront of the
Ontario native, Paige Carper, is teaming up with co-owners of the Pure Barre Wilmington, NC studio, Katelyn Lippert and Alexandra O’Rourke, to open Pure Barre’s first studio in Toronto. Paige fell in love with the Pure Barre technique when looking for a safe and effective exercise to do while pregnant with her second child and has since become a Pure Barre instructor. Sisters Katelyn and Alexandra are excited to partner with Paige to expand the Pure Barre family in Toronto. Pure Barre Toronto will open in late 2015 or early 2016. For more information on Pure Barre, please visit www.purebarre.com.
BLAZE PIZZA ANNOUNCES OPENING OF FIRST INTERNATIONAL LOCATION IN TORONTO Blaze Fast-Fire’d Pizza, the fast-casual concept known for its chef-driven menu and casually hip restaurants, today announced that it will soon open its first international location, in Toronto, Canada this September. The thoughtfully designed restaurant, which will feature a 2,500 square foot interior with seating for 50, will open in the heart of Toronto’s Dundas Square (10 Dundas Street), near Tim Horton’s. Blaze Pizza is a modern day “pizza joint” that has been inspiring excitement and cultivating fanatics for its custom-built artisanal pizzas, freshly made salads,
Page 6
blood orange lemonade and s’more pies since it opened its first location in Irvine, California in 2012. Each restaurant features an interactive open-kitchen format that allows guests to customize one of the menu’s signature pizzas or create their own, choosing from a wide selection of carefully sourced ingredients – all for a very affordable price. The generously-sized personal pizzas are then sent to a blazing hot open-flame oven – the centerpiece of the restaurant – where dedicated pizzasmiths ensure that the thin-crust pies are fast-fire’d and ready to eat in just 180 seconds. The Dundas Square restaurant will use Canadian flour
to make its own dough from scratch.” www.blazepizza.com
Canadian Franchise Magazine
AAMCO CONTINUES TO DRIVE PROFESSIONAL DEVELOPEMENT THROUGH AAMCO UNIVERSITY TRAINING FACILITY
AAMCO, the world’s largest chain of transmission specialists and leader in total car care, continues to raise the bar on excellence in automotive maintenance repair and individualized customer service through its comprehensive training programs offered at AAMCO University. The specialized training facility, which opened in Newnan, Ga.,
earlier this year, is part of AAMCO’s long-term strategy to drive operational excellence and growth system wide. “Ongoing training is a key component to our business growth and development, and we are committed to providing the tools and training essential to generating success for our franchisees,” said Brian O’Donnell, senior vice president of
franchise sales at AAMCO Transmission, Inc. “Through AAMCO University, we’ve established a world-class program for our franchisees, as well as employees at all levels of the AAMCO chain. The School of Franchise Ownership is designed to build the skills necessary to own and operate a profitable business. In addition to this program, AAMCO U. offers an extensive curriculum to develop new and enhance existing skills in employees, enabling us to stand out in the industry.” AAMCO University provides ongoing training and support for its franchisees and staff members at its state of the art facility in Newnan, Georgia. Traditional classroom courses are held in an auditorium, while specialized technical courses are taught in its full service auto shop located on campus, both using the latest training techniques. With nearly 700 centers across North America, AAMCO is actively seeking single- and multi-unit operators who are passionate about the brand and committed to providing the highest quality service. To learn more about franchise or conversion opportunities with AAMCO, visit aamcofranchise.com.
Jan-Pro Celebrates 20th Anniversary in Canada Jan-Pro, a franchise-based commercial cleaning business recently celebrated its 20th year in Canada. Jan-Pro International (JPI) was founded in 1991 in the United States by Jacques L. Lapointe, and established in Quebec City, Canada shortly after in 1995 by Jean Roberge. Twenty years later, Jan-Pro is consistently listed as a top franchise system in multiple categories in Canada, including being listed as the #4 franchise in Canada this year. With 12 regional offices across Canada, the Jan-Pro franchise continues to grow. “Being of French-Canadian heritage, the thought of having a Jan-Pro business in Canada was always a surreal idea,”
said Jan-Pro founder Jacques Lapointe. “And here we are today celebrating that wonderful journey we started 20 years ago in Quebec City.” With 900 franchisees, 4700 clients, and 85 employees across the country, JanPro has been able to create and sustain substantial growth and financial stability. “Despite the recession in 2008-2009, we were able to grow our business by over 10%,” said Jean Roberge. “Jan-Pro has proven to be a recession resistant business model, and that has been one of the big reasons this business has been able to prosper for 20 years.” For more information please visit http://www.jan-pro.com/
Page 7
ca nadia n f ra nchising
what’s new! BeaverTails Proudly Announces the Opening of its 100th Store Location BeaverTails, makers of iconic whole-wheat BeaverTails® pastries, today announced the opening of its 100th store location at Cedar Point Amusement Park in Sandusky, Ohio. BeaverTails pastries are a unique and delicious treat, hand-stretched to resemble the tail of a beaver. Floatcooked on high quality canola oil, BeaverTails pastries are served hot and topped with 10 different options, including ‘Classic Cinnamon & Sugar’ and ‘Triple Trip’ (chocolate hazelnut spread, Reese’s® Pieces and peanut butter) – to satisfy indulgences of all tastes. Based on an old family recipe and first sold from a small kiosk in Ottawa in 1978, the popularity of BeaverTails pastries has grown tremendously. Today, BeaverTails locations are found in eight Canadian provinces. US locations are in Farmington, Utah; Wildwood, New Jersey and Sandusky, Ohio. International
locations are in Japan, South Korea and Dubai. “We are very proud to announce the opening of our 100th location at Cedar Point – the second oldest amusement park on the continent,” says Pino Di Ioia, CEO, BeaverTails Group of Companies. “From our roots in eastern Canada, we have expanded considerably. In the US, we are focusing on placing stores within leading tourist and leisure destinations – including Lagoon Amusement Park in Utah, Morey’s Piers in New Jersey and, of course, Cedar Point. Our research and experience tells us that operating within premiere destinations is one of the best ways to accelerate awareness of the BeaverTails brand. We are fortunate to possess a proven concept and a robust business case. As we continue our expansion, we are interested in speaking with passionate people with expertise in the tourism and leisure industries. I would also like to take this opportunity
to thank everyone on the BeaverTails team. Our success is certainly a team effort.” “Cedar Point is home to a wide variety of dining options, and we’re very happy that BeaverTails has joined our extensive food lineup,” continues Chris Miller, vice president of food & beverage at Cedar Point. “BeaverTails pastries are a delicious and distinctive treat. Based on what we’ve seen so far, we expect to serve a very large number of BeaverTails pastries to our guests this season.” www.beavertails.com.
Maid Right in Ontario: Offering Business Opportunities to the Community Maid Right, a sister brand of commercial cleaning franchise, Jan-Pro, recently announced their expansion into Ontario with new Master Franchisee, Jim Craven. A former COO for a publicly traded money manager, Craven is no stranger to building brands and has plans to add six franchised units in the first year and then expand at a rate of 10-15 in 2016 and every year following. “We have a great opportunity to build Maid Right in Ontario through our unit owner model, giving people in the community the opportunity to get into business for themselves,” said Craven. “The opportunity to work with and help other likeminded people who want to be in business for themselves is a major part of our mission.” Unit owners can become part of the Maid Right system for a little as $2000, one of the lowest franchise investments out
Page 8
there. With a focus on offering business opportunities and professional-grade cleaning in a residential setting, Maid Right is primed for expansion in 2015. Maid Right’s owner-operator business model and branded processes ensures its residential clients get a long-term service commitment from established cleaning crews as well as access to professional-strength cleaning products in their homes. www.maidright.com/franchising
LibertyTaxCanada
LibTaxCanada
Page 9
cover stroy
L iberty T ax G ives C ustomers and F ranchisees
Reasons to Smile through Tax Season Greg Baron answers the phone in a chipper mood.
“Give Me Liberty,” he says.
Then he asks the caller if she likes that greeting. “I am thinking about a new way to answer the phones here,” he continues. “What about this one, ‘How can I make you smile?’” That works, the interviewer is smiling and will keep smiling throughout the conversation as Greg’s fast-paced chatter
Page 10
“His store went from 459 tax returns in his first year as a franchisee to just about 4,400 this tax season, his 13th with Liberty.” is sprinkled with quips and jokes and just plain fun. Greg should be in a good mood. He’s been a Top Gun franchisee at Liberty Tax Service for the past six years. Last year, he also was named Franchisee of the Year for Canada. He won three other awards that year, too, Second Highest Number of Returns (Existing Office), National Marketing Award and Liberty Principles Award.
“I had four staff members with me at the convention in Edmonton,” he says. “Maybe I should have brought five.”
If only it were that simple. Greg puts quite a bit of time and energy into his business, and he takes great care to treat his customers – and his employees – right. The result: His store went from 459 tax
Canadian Franchise Magazine
“It was early March in my first tax season. I remember going out to my van and wondering, ‘What have I done? Can this Liberty thing work?.” phone number on his doors and the back window. He made it large enough so that people could read the phone number and jot it down. “The whole thing ended up costing me $200 and it has paid for itself maybe 50 times over,” he says. “Of course you have to make sure you’re driving nicely in it, not cutting people off or anything.” He even made his license plate taxspecific. It’s TAXRUSH. He’s put on the Leafy costume more than once and paraded outside his office to honking horns and waves from passersby. That’s not to say there isn’t hard work involved. When Greg reflects on his first year, he remembers one day, in particular.
returns in his first year as a franchisee to just about 4,400 this tax season, his 13th with Liberty. That means Greg’s store serves about 15 percent of the population in Spruce Grove, a city that sits just outside Edmonton, Alberta Canada.
That’s pretty impressive. And, Greg would be the first to tell you that Liberty Tax makes owning a business easier than going it alone. “They’re there to support you,” he says. “And if you’ve got questions or issues, they’ll get you going.” Still, the franchisee must put in the legwork. “You have to be out in your community, out in your city. I went to a Chamber meeting the other night and some people who didn’t know me asked what I do. I said, ‘I make refunds happen.’ Then I gave them my spiel about Liberty Tax.” You could say that Greg takes his spiel with him wherever he goes. He bought a Toyota Highlander a few years ago and put Liberty Tax Service and his
“It was early March in my first tax season. I remember going out to my van and wondering, ‘What have I done? Can this Liberty thing work?’ From that moment on, I made a big decision and we just dug in and made it happen.” Digging in, for Greg, began with his employees. He’s flexible with the schedule and aware of their needs. Staff lunches and birthday celebrations are the norm at the office, as is the image of Greg roaming around, upbeat and making sure his staff is the same. The welcoming environment has meant low staff turnover. One employee has been with him from the start. Others clock eight, six, five years with his business.
you can’t say, ‘Oh, this can wait until the end of tax season.’” Greg has watched his role in the office morph over time. He’s preparing fewer returns, even though the number of returns his office completes has increased. He’s constantly tweaking the business. He said he tries to hit as many of CEO John Hewitt’s Top 10 as possible. “He’s been in the business forever,” Greg says of John. “If you follow his list, you’re going to have a very good chance of being successful.” When he looks back over the 13 years, Greg says he’s happy his wife researched and recommended Liberty as a way to transition from the accounting type jobs he had been doing.
His staff knows the ropes, and when clients come in, they greet them with a smile. The waiting area has only three chairs, so customers never have sit too long before they’re served. The side effect, says Greg: “Great word-of-mouth advertising.”
“I absolutely love Liberty,” he says. “I like being in control. The freedom and independence at my Liberty franchise is outstanding, and it’s more than just the financial part of it. You get to know your clients, your community and the Liberty Tax Service team as a whole. It’s a real sense of purpose.”
To keep it that way, Greg says he gets ahead of things that might deflate taxpayers. He lets customers know right away if there are issues with their taxes. If a customer isn’t satisfied, he takes care of that, too. “I’ve given money back, done free returns. But you have to do it now,
For more information visit: www.libertytaxfranchise.com
To learn more about the Liberty Tax franchise opportunity, visit LibertyTaxFranchise.com or interact with Liberty Tax Franchise on Twitter and Facebook.
Page 11
ex per t advice
Luke Nuttall | Business Development Officer | WOW 1 DAY PAINTING
SMS for Business Success As interpersonal communication continues to move away from long telephone conversations, more companies are using text messages as a quick and easy means of touching base with clients. Texts are much faster to send than an e-mail, dispatched in an instant, and on average are read within three minutes of being received. The question is, how best to incorporate texting into your company’s communication plan? The first step is to take the time to consider whether or not this practice best
Page 12
“We found, and continue to find, that people are much more likely to respond to a short, simple text message, over replying Ato an email or returning a voicemail.� suits your business needs. Ask yourself the following questions:
What information will be communicated via text? Texts lend themselves well to urgent or important communications, or as means of touching base on timely topics, especially when you are travelling, or are out of the office. They can also be used to send photos or video and allow for quick viewing of these media. Businesses are now incorporating them into marketing platforms and use them to communicate offers or surveys; individuals may be more inclined to respond to these messages popping up as an SMS, over an email that can quickly get lost in a busy inbox.
How often will this application be used? Just because texting is an option does not mean it must be used all of the time. In fact, much like all other communication vehicles (emails, telephone call, and mail-outs) it should be worked into your communication plan and schedule, and serve a specific purpose. Building off of this, your next step is to clearly define your desired texting outcomes. At our office we use texts as reminder mechanisms, and as a way to confirm attendance at webinars and conference calls. As it becomes increasingly hard to reach people via telephone or email, it is important to have a method of reaching our clients in order to confirm meeting attendance
Canadian Franchise Magazine
160 characters (or less). If it runs much longer, reconsider if text messaging is the best means to communicate your information.
Keep communication to a minimum Texting is still seen by some as an informal means of communication, so it should be used sparingly. We either send texts the night before, or one hour before a webinar, and only as a reminder. It is rare that a client will receive more than one text message from us in a short period of time.
Don’t abbreviate Remember to keep your texts “business appropriate.” Don’t substitute numbers for words or employ acronyms. If you can’t fit the entire message into the text, consider other options, including email.
Always double check The last thing you want is to be known as an autocorrect cautionary tale. Be sure to read over your message prior to sending, and consider disabling autocorrect.
and numbers. We found, and continue to find, that people are much more likely to respond to a short, simple text message, over replying to an email or returning a voicemail. Using text messages is the best way for us to prepare and manage expectations around these virtual meetings. Texting is also dependent on the rapport you have with your client and what stage you are in the sales process. The individual needn’t provide you with express permission to text, but there should have been prior communication from their end articulating their interest in your product or service. Never, under any circumstances should you cold-call through text messaging. As our business’s texts are sent simultaneously to multiple recipients, we use the SMS Application “SMS Magic.” This allows us to personalize each message and schedule the date and time they will be sent. The platform operates similar to a mail-merge and is a great time saving measure.
For each message we send, we follow a very specific set of guidelines, as outlined below:
Always personalize Clients are more likely to respond when they see their names in print. If you are using texts as a means of mass messaging, be sure that each message contains a first name. Without this option the text will come off as impersonal at best, or “spammy” at worst. Remember, texting is supposed to ensure your message is read; you don’t want to do anything that will decrease the chances of this happening.
Both face to face and telephone conversations are becoming increasingly rare. It’s important to start thinking about ways in which your company will adapt to new means of communication and how text messaging can be incorporated into your own company’s systems and plans. Luke Nuttall is the Business Development Officer with WOW 1 DAY PAINTING, sister company of 1-800-GOT-JUNK? and You Move Me
Stay on topic First and foremost, be specific. Information you are sending must be pertinent to the client and must have a clear call to action: should they respond, by what deadline, etc. Follow the five Ws (who, what, when, where, and why) and make sure that whatever it is you are communicating can be conveyed in
Luke Nuttall
Page 13
prof ile
M R M I K ES S te a k h o u s e Cas u a l
MR MIKES
SteakhouseCasual
introduces n e w m e n u showcasing the new C anadian cuisine Canada is known around the world as a diverse melting pot of cultures – food included. From the West Coast to the east coast, Canadian cuisine made with an innovative twist is becoming an increasingly formative staple of our country’s culinary identity.
Page 14
While classics like steak, bacon, and maple syrup remain the backbone of Canadian cuisine, the new menu at
MR MIKES SteakhouseCasual draws inspiration from current food trends
in order to take our beloved Canadian
classics to a new level. Read on to check
out a handful of the tasty, must-try items
you can expect to see on our exciting new menu.
We’re spicing things up The former sweet and sour trend has evolved into hot and sweet, and Sriracha hot sauce is front and centre. Its popularity has even inspired cookbooks. With the hot sauce craze continuing to trend upwards with no signs of slowing down, it only makes sense that Sriracha became a must-have in the new MR MIKES menu. Some would even argue that hot sauce is the new ketchup, which
Canadian Franchise Magazine
“MR MIKES SteakhouseCasual is committed to staying on top of current food trends and adapting to Canadians’ changing food tastes.” is why we’ve added new Sriracha-based options to the table. Try the Sriracha Honey Panko Shrimp and the Spicy Sriracha Mikeburger with sriracha-lime aioli and crispy beer battered jalapenos! Spicing things up didn’t stop with Sriracha. Our revamped menu also capitalizes on consumer interest in all things Cajun and deep fried! Deepfried pickles with crispy beer battered jalapenos, a Cajun Chicken Club sandwich, and the Ragin’ Cajun Rib Eye add more southern heat to our menu.
Home Sweet Home We wouldn’t be a Canadian heritage brand without a great selection of comfort foods. Comfort and familiarity are two feelings we strive to provide guests with. While we are all about introducing fresh and trendy flavours, we always want our guests to feel at home at MR MIKES. We know from experience that loyal MR MIKES guests have a strong nostalgia for many of our signature dishes, and we want to build the same rapport with new visitors. To that end, we’ve taken some classic menu items and strengthened them so that they provide all the comforts of a home-cooked meal with a delicious twist, including our new Bacon Mac ‘n’ Cheese and the Peppercorn Sirloin Pasta! We’re also introducing new fun and comforting side dishes like our Double Stuffed Potato and Cheesy Lobster Mac.
We’re a Steakhouse, After All We invented the casual steakhouse category, so of course we know it best. We are committed to providing our guests with the most consistent, unique, quality steak-eating experience, using only the best-in-class products, systems and tools. One of the ways we’ve achieved this is by increasing the aging of our steaks to a minimum of 28 ½ days to ensure maximum tenderness. We’re also introducing an all-new signature steak spice to ensure the best and most flavourful product possible. Steaks are in our name and we’ve taken the steps to perfect our meat dishes – from the selection process, to the cooking process, to the final presentation. To top it all off, we’ve developed a number of house-made compound butters using high quality butter, herbs and spices to crown our steaks and create melt-in-your-mouth bites every time. MR MIKES SteakhouseCasual is committed to staying on top of current food trends and adapting to Canadians’ changing food tastes. Our rebranded menu was designed to tap into current trends without compromising the high quality of food that the brand is known for. So, from fresh new ingredients to hot and sweet spices to a signature steak experience, our new menu is chock full of unique options that still stay true to the casual comfort food and value that MR MIKES was built upon. We’re SteakhouseCasual — but we’re serious about our food!
Trevor Thiessen
About Trevor Thiessen Trevor is Director of Brand and Culinary Services, RAMMP Hospitality Brands. He has been cooking professionally since he was 18, growing up in Vancouver, B.C. His dual background in culinary arts and hotel and restaurant management is a onetwo punch at RAMMP, where he led the development of the new menu and its recipes for MR MIKES Steakhouse Casual. Alongside his business perspective on the restaurant industry, Thiessen brings a deep understanding of food and cooking. While developing the new MR MIKES SteakhouseCasual menu, he balanced the tried-tested-and-true recipes that fit the 55-year-old brand, with fun new flavour profiles. Thiessen isn’t afraid of a little spice, so naturally his favourite MR MIKES steak is the Honey Sriracha Shrimpin’ Sirloin. And the new menu’s deep-fried pickles get him every time. http://www.mrmikes.ca
Page 15
ex per t advice
Roger J. Murphy | President | Murphy Business & Financial Services LLC and Murphy Business & Financial Corporation LLC
Which Path to
Independent Broker or Franchisee? There are really two kinds of entrepreneurs. There are those with a passion to “hang their own shingle,” who are willing to buck the odds that say more than 80 percent of start-ups will fail during the first five years. As for the second group, while they carry the same entrepreneurial spirit as the first, they don’t want to start over by themselves.
Page 16
Fortunately, a career as a business broker can offer the best of both worlds. Unlike other business ownership options, this profession offers an opportunity for a successful, long-term career, thus attracting displaced executives, military retirees, real estate brokers, commercial loan officers and other professionals with sales, financial or managerial experience. However, independent business brokers have to juggle their passion for working with clients with the obligatory administrative duties. For those who’d prefer to benefit from someone else writing the playbook, an alternative exists – that of a brokerage franchise. Unlike a typical business brokerage firm that is often a one or two person
Canadian Franchise Magazine
o Choose “The ideal situation is when the franchisor’s success is in line with the franchisee’s success.” shop with no administrative support, the franchise model provides comprehensive administrative support. A proven business development process, access to a database of companies for sale and comprehensive training are only a few examples of things not found in the small independent business brokerage. Not to mention, the franchisor has done all of the trial and error in developing the business so the franchisee doesn’t have to waste his or her time and money. Keep in mind that not all franchises are created equal. Brokers should be leery of models that seem more interested in the upfront fee and less interested in providing ongoing support and tools to ensure success. The ideal situation is when the franchisor’s success is in line with the franchisee’s success. One way of gauging this is asking whether the franchisor has an open door policy to collect regular feedback or if the franchisor regularly calls its franchisees. These examples show that the franchisor values its franchisees as equal partners. When considering a business brokerage franchise, look for those that offer the following:
Centralized support Franchises should have access to nationwide multiple listings, marketing, direct mail and telemarketing programs. In addition, as listings are obtained, the corporate office should assist in generating confidential offering documents, business profiles and web postings for its franchisees.
Administrative lead generation assistance Corporate staff should handle mail merges, list selection and the printing, folding, signing, stuffing and stamping of thousands of letters franchisees generate. Telemarketing services should be available to complement direct marketing programs.
Technical web support Beyond a professionally designed company web site, email system and social media program, franchisees should expect corporate to develop individual web sites for them.
Experts in related fields A deal might come along that is more complicated than the typical transaction, perhaps involving a merger or acquisition, or divesting or leasing real property in addition to the business. While many independent brokers might walk away, a franchisee has access to a network of brokers who have experience in almost any industry that you can think of, along with M&A support, business valuations experts, machinery and equipment appraisers, commercial real estate expertise and any other assistance necessary to close the deal.
Roger J. Murphy
or even invite their franchisees to the corporate office to brainstorm and solve any issues that may come.
Training Extensive training in all aspects of the process of business transfer is a requirement, but training should exist beyond an initial class. Monthly reinforcement and optional training should be available as needed to ensure success. Conferences and seminars are an important way to keep franchisees up to date and involved in the current trends and resources available to them.
Anytime assistance
Even if you are a business broker with no desire to build a business from the ground up, you still have an opportunity to find success through joining a franchise organization. Franchises can offer the same independence as a startup, along with the support of turn-key systems, extensive training and a proven lead generation source.
If a franchisee needs more hands-on assistance, the franchisor should find ways to be a valued resource. With this being said, a franchisor should make frequent check-in calls to its franchisees
To learn more about Roger Murphy and Murphy Business & Financial Corporation, LLC, email rmurphy@murphybusiness.com or visit www.murphybusiness.com.
Page 17
f ra nchisee in action
R i g ht at H o m e
Etobicoke Resident Feels
“Right at Home” as Senior Care Franchisee Joanne Ellis always possessed a nurturing spirit. As a teenager, the Toronto native spent a considerable amount of time caring for others. With ambitions of one day becoming a nurse, she volunteered during summers at St. Joseph’s Hospital, assisting nurses and serving as a patient companion. Following the passing of her grandfather, she frequently visited her grandmother to help with odds and ends around the house, such as cutting the grass and cleaning—chores that oftentimes become difficult for a senior living in a threestory home. “I stayed with my grandmother in her home to provide care and support, but over time, her failing health required her to move to a long-term care home,” Joanne said. “We would play cards
“My advice to aspiring entrepreneurs is to find what moves you – and make it a career. You’ll never lose sight of what’s important and you’ll ultimately be happier and more successful.”
Page 18
Canadian Franchise Magazine
and sit outside in the courtyard garden during her final years and she lived to the incredible age of 97. This taught me at an early age how important senior care is, both to the client and to their families.”
witnessed senior citizens working outside. She was taken back by the peacefulness and beauty of the moment, one of many that had prompted her to think about a different career path.
Joanne went on to earn a business management degree from Humber College, which led her to a career in corporate sales, focusing primarily on audio, visual and logistics. Though she enjoyed her work, she felt she had more to offer the community and couldn’t shake the feeling that she would have made an outstanding nurse.
Later that evening while reading the newspaper, she came across an article about Right at Home, a franchise company that provides in-home companionship, personal care and nursing assistance to seniors and disabled adults who intend to live independently.
“Then, my father was diagnosed with lung cancer in 1996 and battled it for a good four years,” Joanne said. “Though I had provided care to my grandmother, caring for my father was even more difficult. I realized during this time the challenges of having a young family while also caring for a sick loved one.” Several years later, serendipity struck. One day while driving to work, Joanne passed a retirement home where she
At that moment, Joanne realized that working for an organization that provides assistance to those in need was just the career change that she needed. With the support and encouragement of her children, she took a leap of faith and resigned from her sales position. She showed up at the Right at Home office, resume in hand, and asked for a job. “I wasn’t considering a career change at the time, but I was moved by the care that Right at Home provides and the difference they were making in the
community,” Joanne said. “Leaving my job was scary at first, but it paid off. That article changed my life.” She began working with Right at Home in March 2013 as a part-time caregiver, taking people on walks and to doctor appointments, and helping clean and cook meals. She loved every minute that she spent with clients – and the Right at Home staff quickly took notice. Joanne was soon promoted into a Community Awareness role in Mississauga, spreading the word to help families in need of custom care. From there, her experience and enthusiasm led her to care planning, working with families to discover their unique care needs and to create a plan that both caregivers and families could implement to help the client. Families loved working with Joanne, realizing early in the relationship that she truly cared and would always look after their best interests. At this point, Joanne began thinking
Page 19
f ra nchisee in action
R i g ht at H o m e
“I wasn’t considering a career change at the time, but I was moved by the care that Right at Home provides and the difference they were making in the community. Leaving my job was scary at first, but it paid off” about doing more. She had experience in caregiving, care planning and community outreach, all fueled by her passion for the brand. Owning her own Right at Home franchise was a natural next step, and now she has finally landed the dream career that she envisioned for herself as a teenager. Right at Home provides Joanne with an opportunity to feel fulfilled in her work, get involved with the community and help clients and their families get the care they need and deserve, all while making a great living. “I am so glad I had the courage – and the support from my family – to pursue my dreams. The sacrifices we all made ultimately led to me becoming an entrepreneur at 47 years old,” Joanne said. “My advice to aspiring entrepreneurs is to find what moves you – and make it a career. You’ll never lose sight of what’s important and you’ll ultimately be happier and more successful.” Providing services ranging from companionship to nursing care, Joanne said Right at Home offers the full spectrum of care that is important for families. She feels that caregivers are truly the face of the company and focuses on build trust and adding life to years for her clients. “Everyone I have met in the Right at Home family is working towards the same goal – adding life to years for the clients we service,” Joanne said. “Our clients are an extension of our family— and I know they feel the same way.” “Joanne possesses a quality that many people don’t – heart,” said Mark Goliger, Chief Operating Officer of Right at Home Canada. “When she knocked on the door of our office, I knew she was special. She has put in so much hard work over the years and I am thrilled that she made her
Page 20
Allan Hager (RAH founder) and Joanne Ellis
dreams come true by becoming a Right at Home Franchisee.” www.rightathomecanada.com/ etobicoke/ For more information about Right at Home franchising opportunities, please visit www.rightathomecanada.com/ franchise-opportunities/
ABOUT RIGHT AT HOME CANADA With a unique approach and a higher level of quality of care, Right at Home Canada offers both non-medical and medical care to seniors and disabled adults who want to continue to live independently. Each caregiver is
thoroughly screened, trained and insured prior to entering a client’s home. Right at Home Canada provides the Right Care, focusing on the Right People doing the Right Things the Right Way for the Right Reason. Right at Home Canada has offices in Burlington, Oakville, Niagara Falls, St. Catharines, Mississauga, Hamilton, the Georgian Triangle, Brampton, Guelph, Cambridge, Kitchener-Waterloo, London, Etobicoke South/West Toronto, Etobicoke North and Calgary. For more information on Right at Home Canada, visit About Right at Home Canada at: www.rightathomecanada.com
The Interface Financial Group Canadian Franchise Magazine
The interface financial group
An ‘inͲdemand’ Financial Service Low Capital StartͲup 40+ yearͲold Organization We work with you on every transaction
GREAT REASONS
HomeͲbased You set the timetable (think Bankers’ hours)
TO JOIN IFG
No cold calling/telemarketing/advertising
EVEN MORE REASONS…
Training
Support
Experience
R.O.I.
1-800-387-0860, ext. 2
ifg@interfacefinancial.com
1-800-387-0860, ext 2 www.interfacefinancial.com ifg@interfACEFINANCIAL.COM WWW.INTERFACEFINANCIAL.COM Page 21
ex per t advice
Romal Bryce | Director of National Franchising Services | Bank of Montreal.
The Ban Relation Having been involved in business banking for over 15 years, I have had many opportunities to speak with existing and aspiring business owners on the subject of banking; more importantly, the longterm value of establishing a banking relationship. Page 22
While most acknowledge that they do deal with a bank or several financial institutions, it is interesting to note that a significant percentage of these owners do not know who their banker is or whom they would approach should there be a need for financial advice. Most owners initiate a bank relationship (note my reference to bank and not banker) for one of two reasons, a place to put money or a place to get money. Typically the “relationship scenario” is quite simple: business borrows money– business succeeds–business pays back the loan. That’s it until another financing need arises. It is unfortunate that during this interim period, business owners
often miss a significant opportunity to establish the cornerstone for an ongoing working rapport with their banker. They overlook the fact that this initial transaction can and should be the catalyst to building a mutually rewarding relationship, extending well beyond simply being a name or number to each other. If this describes your situation, it is never too late to change. Choosing and developing a banking relationship can be accomplished with several simple steps. Firstly, find out which financial institutions have demonstrated a long term understanding and commitment to your industry. This can include an appreciation of the cycles that occur
Canadian Franchise Magazine
“As a business owner, you have the opportunity to further leverage this resource - the banker that is already committed to your well being by periodically making him/her aware of what’s happening within your business.” of your brokerage, its needs and future plans. During the first few meetings with a banker, use the opportunity to determine if three key facts do or will prevail: (1) Does this banker want my business? (2) Do I really want to do business with this banker and; (3) Will I be able to rely on this banker for help and advice, going forward?
nking nship in your industry and recognize that an insurance brokerage has significant market value. Additionally, as an insurance broker you wouldn’t likely buy your insurance from a direct seller so it only makes sense to look for a financial institution that does not sell any Auto, home or commercial insurance. Secondly, talk to your lawyer or accountant as to whom they would recommend. Also speak with your colleagues about their banking relationships, if they are satisfied and if so, obtain a referral to their banker. Thirdly, whether seeking financing or daily banking requirements make sure you are in a position to present a profile
Finally, once you have successfully obtained the necessary financing and/ or established your banking requirements, the relationship should not end there. It is important to maintain ongoing regular contact with your banker so he/she gets to understand your business. Some suggestions in this regards are: • Give your banker regular updates as to your business plan and financial budgets especially before major events happen such as acquisition or succession plans. • Report any bad news before your banker hears from others. The sooner a banker knows about an issue, the better position they will be in to offer assistance.
banker’s manager who may have a longer tenure in their position and hence can assist in times of transition to a new banker. • Keep your own personal finances in order. You do not have to use the same bank, but it sometimes helps to cement a stronger relationship. • Look to the bank to provide your business with other services that can help you manage your business and personal affairs more effectively, including cash management, investments and estate planning. Most bankers will openly acknowledge that one of the reasons they find their job fulfilling is that they get the opportunity to help business owners succeed. As a business owner, you have the opportunity to further leverage this resource - the banker that is already committed to your well being - by periodically making him/ her aware of what’s happening within your business. In turn, if your banker responds with ideas, suggestions and/ or service offerings that addresses your business needs (both present and future), that’s when you will know that you have developed a solid banking relationship and you can count on your banker as an integral part of your business operation. Romal Bryce is Director of National Franchising Services for BMO Bank of Montreal. He can be reached at (416) 927-6026 or via e-mail at romal.bryce@bmo.com.
• Have your banker out to your premises. • Use your banker as an introduction to other sources of assistance. In all likelihood your banker has many professional contacts that could assist you in developing and growing your business. • Inevitably your banker will change from time to time. To help ensure consistency in your banking relationship, keeping your banker regularly informed of your business activities helps as their successor will have a complete and ongoing record to refer to when new to their position. Additionally, consider meeting your
Romal Bryce
Page 23
ex per t advice
Sheryl Fox | Senior Director of Business Development | Le Duff America
Food Provid Stay Relevant HOW CAN
Among Today’s College Stu Not long ago, college students wanted more bang for their buck when they went out to eat. If they could pay minimally for the maximum amount of food, they were happy. Today’s college students are a little more nuanced. They’ve grown up with the Food Network on continually in their living rooms. They are better educated and more concerned with where their food comes from and how it will affect them. It’s no secret that millennials are imperative to trend development across different industries. The age group – generally defined as people born from 1981-1997 – is made up of highly influential trendsetters, embracing decadent offerings like Nutella, bacon and macaroons, alongside healthier and more socially conscious options. College students are excited about experimenting with their food options and branching out.
“Millennials are an influential group, and…it can be very profitable to consider what makes them tick in order to move more readily into this huge nontraditional sector.”
Page 24
Canadian Franchise Magazine
ders
udents? Additionally, Nielsen Research estimates that 33 percent of millennials think that healthy attributes are “very important,” – and 29 percent are willing to pay a premium. Coincidentally, many members of this age group are also attending college or planning to. This age group and how best to serve them was a popular topic at this year’s annual Canadian College and University Food Service Association (CCUFSA) conference in Kelowna, British Columbia, June 27 through July 2. So, what can we learn from this influential age group and what are they looking for when they go out to eat?
Health-Conscious, But Still Willing to Indulge First, college students are more healthconscious than, say, their parents’ generations. They understand and favor fitness, or the appearance of it, and both think and care about the ingredients in what they eat. Many colleges cater to this trend toward health with on-thego options for busy students such as smoothie or juice bars. However, we’re talking about the same generation that has inspired Nutella bars to pop up in cities around the country – millennials are still willing to indulge from time to time. The best strategy is to combine both: give college-age customers venues for healthy eating with the occasional option to indulge. The French café concept Brioche Dorée has successfully walked this line in many non-traditional locations, including colleges and universities. The café offers customers healthy grains and salads
alongside tempting sweets, both of which stay true to their French heritage.
Socially Aware The theme of this year’s CCUFSA conference was Fresh. Wild. Local. These words were meant to characterize the changing priorities of today’s onthe-go dining customers, and many of the speakers at the conference spoke to this trend of sourcing food locally and ethically in addition to keeping it healthy. One speaker in particular who stood out to me was bee expert Helen Kennedy. Helen oversees over 250 beehives on her farm, in addition to fields of fruit, berries and vegetables. The bees she looks after and the crops she grows are interconnected, and she talked about how keeping food healthy and sustaining ethical food practices are also linked for today’s socially savvy consumer. This age group is much more sensitive to animal welfare, more interested in the local food movement and display a preference for all things natural and simple. Colleges and college dining locations need to be able to follow and influence current trends without losing sight of supply chain and quality. This is how you stay relevant. Bruegger’s Bagels has attracted millennials on and off college campuses with its natural, five-ingredient bagel recipe that uses wheat flour, water, eggs, malt and salt.
Explore and Innovate Earlier, I mentioned that millennials have grown up watching Food Network, which gives them a leg up on their ability and willingness to experiment with food styles and flavors. Yes, the previous generation had Julia Child, and she helped shape their taste and independence in the kitchen, but that was only one show. Having an entire channel devoted to food has given today’s college age students an entirely new way to view the industry. This has bred some truly incredible cultural food mashups – the Sushirrito (handheld sushi/burrito hybrid that blends Asian and Latin flavors), Korean barbecue tacos and ramen burgers, just to name a few. Typically perceived as “healthier,” the fresh flavors of different
spices and herbs provide a reprieve from their usual fare. More than any other generation, millennials are willing to try new things – not just by themselves in the kitchen but in restaurants. They want to be a part of the next big trend, and your restaurant can help them make it there. Millennials are an influential group, and, given the fact that many spend four years pouring time and money into a single college or university, it can be very profitable to consider what makes them tick in order to move more readily into this huge nontraditional sector. Sheryl Fox is the Senior Director of Business Development at Le Duff America, the North American subsidiary of the world’s second largest restaurant company in the café-bakery sector – Groupe Le Duff SA. Fox is responsible for growing Le Duff’s la Madeleine Country French Café, Brioche Dorée and Bruegger’s Bagels brands in highly-trafficked, non-traditional foodservice venues such as those in airports, universities and healthcare hubs. Prior to joining Le Duff, Fox served in two different roles at Yum! Brands Express, most recently as senior marketing and development manager following a promotion from business development channel manager. Most recently at Yum! Brands Express, she oversaw the marketing strategy and analysis for KFC Express, Pizza Hut Express and Taco Bell Express – all non-traditional takes on the Yum! collection of QSR brands. Fox led the implementation of strategies that ensured the successful growth of the Yum! Express concepts while supporting the brands’ licensees through product marketing programs.
Sheryl Fox
Page 25
FE AT U RE
By Gina Gill
VETERANS
FEATURE
Transition can always be a difficult thing. A new way of life, a change in routine, an adjustmentit’s all a part of life and finding new ways to ease into that transition can make all the difference. The Canadian Franchise Association (CFA) and the Department of National Defence recognized the need for a stronger support system for our country’s veterans. After serving with the Armed Forces, a lot of veterans retire and would like to work as civilians but are not sure where to begin their career or how to go
Page 26
about establishing a trade outside of the military. Franchising is a great opportunity for veterans who would like to reenter the work force and the CFA is an establishment that helps ease that
process. The CFA programs offers access to franchises with specific discounts and incentives for honourably discharged members of Canadian Forces who are interested in reentering the workforce through franchises.
“Through The Canadian Franchise Association (CFA) and the Department of National Defence, discharged military can access a new life and a new job that takes advantage of the many skills acquired in the forces.”
Canadian Franchise Magazine
on-one support. Veterans can begin a new career for themselves, but with constant support to provide assurance and comfort in their new position. It is an award winning company that provides pesticide free-products to Canadian citizens since 2002. The company’s mission is to end the stigma associated with head lice, while also providing a safe a healthy environment to its customers.
UPS Store
Franchise ownership is not the only opportunity for members, but there is access to employment in franchise head offices and actual franchise locations themselves. Becoming a franchisee allows veterans to adjust to their new life at home and identify as civilians without the high pace pressure of a regular job. It provides an opportunity to be successful within in your own community while maintaining a work life balance. Plus veterans can use their skills achieve through the military and apply them in the franchising world. Discipline, leadership and commitment are both applicable to the forces and franchising operations.
receive a 10 per cent discount initial franchise fee, royalty free period for six months and a 15 per cent discount fee on start up inventory products.
One of the most recognized name brands across the nation is UPS. Everyone knows the little brown truck for its substantial customer service. Those interested in working with UPS are automatically associated with a well-known brand that has a credible marketing strategy and list of customers. UPS works with individual cases and has established business customers, creating an immediate demand the moment someone becomes a franchisee.
Lice Squad offers training and services to franchise candidates with ongoing one-
Veterans save $10,000 in franchise fees of a new UPS store location to help
As a means to thank veterans for their service to the country, some franchises offer special discounts and incentives exclusive to forces members.
Lice Squad Lice Squad is a leading franchise in Canada that works with parents and kids to help eliminate lice by offering products and services with the newest technology. Lice Squad offers franchisees a work life balance that is extremely flexible; they will help create a schedule around other jobs. Their products help create healthier and safer communities at a low investment cost. In fact, Canadian Forces members who have been honourably discharged
Page 27
FE AT U RE
By Gina Gill
transition from military life to a civilian workforce, as well as 50 per cent off application fees.
established by Canadian military and believes skills acquired in the forces will be essential to the franchising system.
UPS recognizes the services and sacrifices of our military and provides offers exclusive to veterans to thank them for everything they have provided for our country.
With ongoing support, an established brand and a huge customer base, Tim Horton already connects with the majority of Canadians daily. It’s become a solid part of our country’s foundation and has expanded to other corners of the world. Franchises are in high demand, while profits differ by location, it’s estimated that one location can generate a return of 16-20 per cent.
Due to the reputation associated with UPS, their company offers franchisees an easy transition, support and a huge clientele making it easy for new business owners.
Tim Hortons There is not much else more Canadian than the Tim Hortons logo. Most Canadians attend every event, every hockey game and every family outing with a Timmies in one hand. In fact they are located every ten feet in some cities, but yet the drive thru is out on the road no matter how many Tim’s are in town. A veteran can return home and establish a well-recognized part of the Canadian culture and continue to stay true the traditions of this country. Tim Horton’s recognizes a strong work ethic
Page 28
Tim Hortons holds a special place in a lot of military force member’s hearts, after an outlet opened in Kandahar, Afghanistan in 2006 as the first outlet at a deployed mission. The company wanted to give troops a taste from home and thank them for their service.
PropertyGuys.com One of North America’s largest real estate marketing franchises, PropertyGuys.com has created a successful company over the last 15 years. They pride themselves on treating their franchisees like their customers and provide them with the best training to help owners perform at the highest level. Property Guys offers a unique opportunity to veterans and recognizes their specific needs in the workforce. The veterans discount option is only offered to six locations a year. Veteran franchisees get special oneon-one mentorship with ex-military personal that are also PropertyGuys.com franchise owners. Only someone who has experienced serving the country first
“Franchising is a great opportunity for veterans who would like to reenter the work force and the CFA is an establishment that helps ease that process.”
Canadian Franchise Magazine
• Cap it • Comfort Keepers • Driverseat • Glam n Glow • Glamour Secrets • Good Earth • Home Instead Senior Care • Home Watch Caregivers • In Express • La Prep • Lemon Heaven • Lice Squad • Lunch Lady • Messy Maid • Midas • Pizza Hut • Pizza Nova hand can relate to a veteran new to the business. A mentor is available 24/7 for business related questions and life after the military for a unique and personal support system. The real estate company offers six months royalty and service fee free to help ease the worry at the beginning of ownership, it will also allow franchisees to build an initial inventory of customers to help get employees off on the right foot. Property Guys.com will give $5000 cash back on the day a veteran graduates from the PropertyGuys.com University, the weeklong training program offered at the home office location. A wide variety of franchises are available on the CFA website that offer many different discount and speak to many diverse interests of veterans while
considering the many skills acquired in service. Through The Canadian Franchise Association (CFA) and the Department of National Defence, discharged military can access a new life and a new job that takes advantage of the many skills acquired in the forces. Veterans can now be civilians and help develop their community and serve the people of their country in a whole new way. Just a few more Members of the CFA Veterans program also include: • 4 Pillars • Aussie Pet Mobile • Bark Busters • Beavertails • Bioped • Canada Home Inspections
“As a means to thank veterans for their service to the country, some franchises offer special discounts and incentives exclusive to forces members.”
• Practicar • Property Guys • Quiznos • Relish • Second Cup • Shamrock Burgers • Speedpro Signs • Taylor & Colt • The Gardner • The UPS Store • Tim Hortons • Tiny Hoppers • Tradesecrets • Two men and a Truck • Velofix ABOUT THE AUTHOR: After receiving an English Degree, followed by a Journalism Diploma, Gina Gill became a freelance journalist in 2008. She has worked as a reporter and in communications, focusing on social media. She currently works as a community information officer with Epilepsy Society, while pursuing her writing career at the same time.
Page 29
f ra nchisor in depth
Pi g O u t Cate r i n g
3 Foolproof Ways to Grow
a
Brand without a
Brick and Mortar Location
The days of commerce taking place only in storefronts are long gone. Big ecommerce companies like Amazon and EBay conduct massive amounts of business without anyone ever passing a shopping center containing either of those stores. On a smaller scale, dozens of franchise brands have successfully launched concepts that operate from the franchisee’s home, online or in a mobile unit. The advantages of skipping the brick and mortar location are primarily financial – no exorbitant cost of rent and maximum
Page 30
flexibility. Plus, these franchises likely do not employ many people, so the money saved in labor and overhead generates more profit. But, it can still be difficult to build a brand identity and experience significant growth in this nontraditional setting. Here are some ways to pass these roadblocks and continue to grow.
Build name recognition In order to build name recognition in a new business, you first have to identify your audience. Who is your ideal demographic? In order to appeal to them, you have to appear in places they’ll see you. This doesn’t necessarily mean spending a fortune on advertising – be strategic about where your name shows up. If you’re a B2B concept, join a BNI group or the Chamber to make those critical connections that might result in good business. The idea is to work in tight, concentric circles – showing up again and again in a
few places, rather than appearing in many places only a few times. Once you’ve identified your demographic, you know where they spend their time, attention and money. You know which events they attend, which clubs and organizations they belong to and where they do their shopping. Those are the places you want to be. Join those clubs, attend those events, and visit those stores. Make your presence known.
Utilize social media Social media is one of the most affordable and easiest ways to target your key demographic. Google+, Facebook, Twitter, Instagram, Pinterest, LinkedIn – the choices are many, but it’s important for you to identify the networks that best support your brand image. If you’re selling a visual product, try Instagram. If you’re in tech, Google+ could be a good fit. Trying to sell to women? Pinterest can help you with that. B2B concepts and franchises have found great
Canadian Franchise Magazine
success with LinkedIn, whose businessfocused audiences are more receptive to these messages. You don’t need to be everywhere, but make sure that the networks that you do use are working toward your goals. Once you’ve identified the proper network, ensure that the content you share is valuable to your audience and shareable. Infographics, photos, videos and other visual content are generally seen by more people than only text. Find industry-relevant content that your audience will appreciate and share it in a concise way. Get your audience involved with contests, interactive posts and giveaways.
While not having a brick and mortar location for your business might create some minor hurdles, with a good plan of action, a solid social media program and excellent customer service skills, you too can experience exceptional growth.
About PigOut Alan and Anne Dickson, a pair of successful hospitality executives from the United Kingdom, founded PigOut
in 2007. They launched the business together to create a unique catering experience with the highest quality equipment and culinary experience through a revolutionized full-service concept. The brand is quickly expanding and continuing to “WOW” its clients and guests at every event it caters. For more information about PigOut Catering, visit www.pigout.catering
Give an authentic and exceptional customer experience The best way to grow your business is by keeping your current customers satisfied. If they keep coming back, they’re going to tell their friends, thus bringing in new customers for you. So what makes a customer experience great? Authenticity. Today’s consumers can sniff out what they determine to be genuine, and authenticity can open up the hearts and wallets of customers of all ages. When looking to project authenticity on your brand, know your origins – a genuine spokesperson or founder who can tell his or her personal story of what influenced him or her to open the business. Customers can identify with these tales of entrepreneurship, hard work and motivation. In addition, customers appreciate a transparent service experience. They want eye-to-eye, person-to-person interactions wherever possible. They don’t want to be condescended to with excessive formality or made to feel like a nuisance. When you don’t have a storefront, customers can’t simply walk into a store and ask to see a manager if they have a question, comment or concern. This means that you have to make yourself, or a customer service representative, available at all times to address any messages that your customers might have for you. If they feel cared for, they’ll always come back.
Page 31
ex per t advice
Edward (Ned) Levitt | Partner | Dickinson Wright LLP
WHAT SHOULD I LOOK FOR WHEN
EVALUATING A MASTER FRANCHISE OR AREA DEVELOPMENT
OPPORTUNITY? Careful consideration and thorough due diligence is critically important in the purchase of a single franchise.
Edward (Ned) Levitt
Page 32
For the purchase of master franchise rights (the right to sub-franchise to others) or area franchise rights (the right to open multiple single franchise units in a given area) there is another layer of complexity, challenge and risk. Commonly, the investment needed for such purchases is fairly high to very high. Accordingly, the consequences for a failure in these scenarios are substantial.
In the case of a master franchise, the master franchisee usually plays the role of the franchisor in their territory, which can be a region, province or the entire country. However, the division of responsibility between the master franchisee and the franchisor can differ from system to system. The master franchisee in many instances shoulders all responsibilities of the franchisor in the territory. In other situations, the franchisor provides specific resources or performs specific functions, such as training new franchisees. Once it is known who is going to do what, then and only then can the split of front end franchise fees and ongoing royalties between the franchisor and the master franchisee be determined with any
Canadian Franchise Magazine
degree of fairness. All too often, the franchisor has a pre-determined idea of what they want from the master franchisee without proper regard for the cost of running a franchise system in the territory well and profitable for everyone. Other issues for the prospective master franchisee include: 1. Is the term sufficiently long to ensure that a reasonable return on investment can be achieved? 2. Is the yearly quota for selling subfranchises reasonably attainable? 3. Will the master franchisee have to adhere strictly to the franchisor’s form of unit franchise agreement in all circumstances or will there be some flexibility? 4. Will the master franchisee administer a regional advertising fund for the territory or will it all be controlled by the franchisor? 5. If there are critical inventory items, who supplies them to the franchisees, the master franchisee, the franchisor or third parties?
“Once it is known who is going to do what, then and only then can the split of front end franchise fees and ongoing royalties between the franchisor and the master franchisee be determined with any degree of fairness.” the number of units justifies it? 2. Is the yearly quota for opening units reasonably attainable? 3. Will the area franchisee gain the benefit of volume purchases when it reaches a certain size? 4. How much flexibility will the area franchisee have to tweak its units for local tastes and habits? 5. Are there cross-defaults among the franchise agreements for all locations, or will the area franchisee be able to close underperforming units without affecting other units?
Other issues for the prospective area franchisee include:
It is quite common for franchisors to charge initial franchise fees for master franchise and area franchise rights. The purchaser of these rights should scrutinize such fees to be comfortable that they make sense both from the point of view of return on investment and how they compare to other franchise opportunities. Usually there is an initial term and rights to renewal the term granted to a master franchisee or an area franchisee. It is also usual to find a long list of conditions which have to be met before the master or area franchisee is allowed to renew the term. These conditions need to reviewed carefully and an assessment done as to whether or not they are likely to be met.
1. Will the area franchisee be able to direct some of its advertising contributions to its own territory when
Most often the purchaser of master franchise or area franchise rights are very much investors. That is to say, they are
For area franchise rights, the length of the term of the overall grant is important, but it is equally important to ascertain what happens to each franchise when the overall grant term expires. Can the unit franchises continue to be operated for the term of their franchise agreement? If the area franchisee is going to have to pay a new front-end franchise fee for each franchise location, will that fee be reduced in recognition of the fact that such fees include elements of the cost of franchise sales and initial training, both of which are absent in an area franchise beyond the initial unit.
going to need an organization to actually carry out their duties under their various agreements. In addition to the issues described above, such an investor should have a viable plan for acquiring, training and retaining the right employees to assure success. Edward (Ned) Levitt is a Certified Franchise Executive, a partner at Dickinson Wright LLP, Toronto, Canada, and provides legal services to Canadian and international clients on all aspects of Canadian franchise law. He was General Counsel to the Canadian Franchise Association (20002007) and is a member of the American Bar Association Forum on Franchising, the International Bar Association and the International Committee of the International Franchise Association. As a member of the Ontario Franchise Sector Working Team, Ned was instrumental in the creation of Ontario’s franchise legislation and has had significant input in the franchise legislative process throughout Canada. Among his many publications is the leading text, Canadian Franchise Legislation (2001, LexisNexis/ Butterworths). Ned can be reached at 416.646.3842 or nlevitt@dickinsonwright.com.
Page 33
home based f ra nchising feature
Lo r i K a r p m a n, Lo r i K a r p m a n a n d C o m p a ny
CREATING A SUCCESSFUL HOME OFFICE Page 34
Ten years ago home based franchises were rare and generally reserved for small businesses that did not generate a full income. In fact, they were mainly used for direct sales type businesses.
“A home office takes dedication and commitment to creating a professional “office” space in your home, not a corner of your dining room table...”
Today there are hundreds of home based franchises to choose from in every industry and at a variety of price ranges. Offered most often in the service industry, these franchises offer many benefits including a significant reduction in operating costs, potential for the same if not more revenues than a bricks and mortar franchise, and the convenience of not having to sit in traffic on your way to the office! However, having a home office is actually more challenging than a brick and mortar one and requires self discipline and a structured daily routine to be successful at it. A home office takes dedication and commitment to creating a professional “office” space in your home, not a corner of your dining room table. Additionally, you must mentally prepare yourself to go to work everyday in the same way you would with an external office. It is essential to have dedicated space that is organized like a “real” office. This means devoting an area, ideally a separate room, or a secluded space where screens can be used to delineate the office boundaries. This is where you go to work in the morning and leave every night. This space must be equipped with all of the tools and equipment of a traditional office. This includes everything from a computer and printer to filing cabinets, folders, sticky notes, pens and paper clips. You should have a proper desk, that is, not a table from Ikea, but a solid wood desk with 4 legs and drawers to store your supplies and files. Keeping your desktop clean assists the subconscious
mind in solving problems, creating solutions and generating different points of view. The saying goes “an organized desk is an organized mind”, and this has been proven over and over to be true. Next, indulge yourself a big executive chair that you can sit comfortably in for long hours at a time. Your chair is actually the most important investment because if you are not comfortable and get neck and back pain, you will not be able to work efficiently or productively and given that you spend more hours in the office than at home, it is well worth the money to find the right one. Other equipment such as a fax machine, copier/scanner should be hearty enough for commercial use. They are not for school projects; professional quality output is required. To provide additional storage and keep your office neat and tidy, there are all sorts of organizers for files and supplies that can go on your
desktop or can be affixed to the wall. In fact, there are some beautiful organizers that actually form part of your office decor. Have fun with decorating your space and personalizing it by displaying meaningful items, awards and diplomas and family pictures. These all make the office a happy and supportive place in which you can be productive. A couple of extra tips for the spiritual ones: decorate with the color blue to bring wealth, place your desk in front of (or with a view of the door), and have it in front of a big wall with your back against the wall, not up against and facing it. Additionally, do not get a glass desk, the money energy flows right through it like a sieve! The biggest challenge in having a successful home based business is realizing that other than not having to drive to work, nothing has changed. Working at home is not a license to
home based f ra nchising feature
Canadian Franchise Magazine
home based f ra nchising feature
Lo r i K a r p m a n, Lo r i K a r p m a n a n d C o m p a ny
get up at 10:00 am and to work in your pyjamas. Home business owners fail for 2 main reasons; (1) They do not treat their home office with the same importance as an external one and/or (2) they lack the discipline to create and follow a routine and structure for their work days. Even worse many people mix their work and home chores during work hours and wonder why they are not generating enough revenue. When this happens, there is no work/life balance and the days melt into one another with no separation between work and play, or days of the week for that matter. It is critical to establish a routine whereby you get up in the morning, shower, have breakfast and then get dressed “for work” before “heading” to “the office”. This is the same as if you were going to an external office. Work clothing has a large emotional effect on productivity and psychologically, it changes your mood and makes you feel more professional. This doesn’t mean you have to dress to the nines with a suit and tie as for an external office but more like a casual
Page 36
“You should have a proper desk, that is, not a table from Ikea, but a solid wood desk with 4 legs and drawers to store your supplies and files.” Friday, no torn t-shirts, sweatpants or pajamas. When you do enter your physical office, you are at work, period. No laundry or chores during those hours: if you couldn’t do them from an external office why would you do them from a home one? This is how people lose their productivity and quality of life. Working hours are working hours, period, and they are strictly designated for revenue producing activity. At the end of the day have a meaningful action that signifies that the work day is over, such as turning off the ringer on the phone if it can be heard in the home,
turning off your computer, cleaning your desk so it is ready for the next day, or simply closing the door to the office. Whatever you choose make it meaningful so that it clearly differentiates work from home. This is the best and only way to maintain a balanced quality of life. Anything work related, other than reading, is to be done strictly in that space. So, if you need to work in the evening, it must be done in the office space. If you’re home, be home. In my case, I have created a beautiful home office for myself that I love being in, but at the end of the day, when I am
finished working I clean my desk, take off my work glasses and take my coffee cup to the kitchen. As soon as my glasses come off and I pick up my coffee mug, my 9lb shitzu Lucy’s tail begins to wag incessantly, she knows my day is over and my time is now hers. Once I leave this room with my mug, I am home and the chores begin.
“If you will be seeing clients in your home office make sure it is set up to receive them and clean at all times.”
Here are some other important considerations when creating a home office: 1. Make sure you have a plan or service to back-up all of your computer files. Losing all your information in a crash or from a virus is every business owner’s worst nightmare. There are great online backup service providers that back up to a cloud and are not expensive. 2. Have a battery backup for the computer in the event of a power failure so you have extra time to save and close files before everything gets lost. 3. Make sure you always have the latest virus software. A virus can shut you down for good.
4. Home office contents are not generally covered by a standard home insurance policy and therefore requires extra insurance. Contact your insurance provider to get a rider to cover your business assets. 5. You will also need business interruption insurance against loss of income in the event that you cannot operate your business because of a flood or fire or theft.
6. Insure your assets at replacement value that is what it is going to cost to replace the item years from now and not at today’s value. 7. If you are required to carry inventory you will need additional insurance coverage for its replacement value. As well, make sure you have the proper equipment and tools to maintain the inventory properly such as air conditioned space, coolers, or dry shelving for example. 8. Get a toll free telephone number; people are more likely to call you on impulse if you have one.
9. Make sure you have a professional email address with your company name, not a yahoo or gmail account. 10. If you will be seeing clients in your home office make sure it is set up to receive them and clean at all times.
The key to success in a home office based business is to treat it exactly as you would an external office but with added benefits, such as wearing more casual clothes and not having to travel or buy lunch. A lot of people equate home office businesses with small returns but that is the farthest thing from the truth. Home businesses can make just as much, if not more in many cases, than bricks and mortar ones and the expenses are significantly less. The returns, like any business, are based on the efforts put into it by its owner and being at home actually adds additional challenges. It takes someone with great internal discipline to succeed at it. After 20 years of working in executive office space I opened my home based consulting practice about 15 years ago. I have created a fabulous office that
supports me and I enjoy spending time in. I can’t say that I have never worked in my pj’s, but I don’t do chores or work outside this room. I have a balanced quality of life where work is work, and home is home, and they never meet up. When my glasses come off and coffee cup goes to the kitchen, I am relaxed, my work day is over and my time is all mine, ok, it’s Lucy’s. Home offices can be very rewarding in so many ways, and if you have the discipline to do it, there is no better place on earth to work!
Lori Karpman
Page 37
home based f ra nchising feature
Canadian Franchise Magazine
ex per t advice
David Banfield | President | The Interface Financial Group
Buy now Buy later “There are probably many different aspects that we could examine to make a determination but the fact that we are talking about a franchise, the results will probably err on the side of ‘buy now’.” a determination but the fact that we are talking about a franchise, the results will probably err on the side of ‘buy now’. David Banfield
If you are thinking about buying a specific franchise, or rather seeking a franchise award - is this a good time to proceed? There are probably many different aspects that we could examine to make
Page 38
What makes a franchise different from buying a new car - we could easily put such a purchase off perhaps until the new models arrive, and we get a slightly different choice. In buying a car, whether we buy this year or wait a year, the reality is that it is still a car and the very basic features will not change to any great degree. The same argument might easily be applied to most franchise models. They are unlikely to change much from year to year. In fact the lack of significant change is often one of the ‘selling’ features of a franchise. What we have to remember
about a franchise, however, is the fact that the majority of franchise models are geared to a specific territory and once that is awarded, then it is gone! If you are looking at a franchise in a specific location, then there are no guarantees it will be available at a future time. The car you are buying will certainly be available in one shape or color in the future. Buying a car now or later may also be influenced by your finances and the economic circumstances prevailing at the time. If you can’t afford the car, then putting off the purchase is probably the only avenue open to you. Taking a major step, such as entering the world of self-employment and entrepreneurship, is much more likely to have considerable
or r time and planning already invested in it. Because a franchise is usually a ‘tried and tested’ method of business ownership, it is less likely to be prone to ups and downs in the economy. Franchises are often organized so that they can weather the economic storms that come along from time to time. This situation is usually predicated on the fact that franchises are not spurof-the-moment ventures, but long-term enterprises that represent a career path for many people. Therefore, it is reasonable to assume that people looking at a franchise award will have already invested time and effort into investigation. Pursuing a franchise award is not like buying a product ‘off of the shelf’ or from the showroom. There needs to be much more research into the specific venture. That research and the walk through the discovery process can often be a process that takes weeks or even months. It is also a serious process that needs to be pursued in a business-like manner. This all translates into ‘once you get started keep going to the finish line’. The finish may not always be what
you are expecting but at least you have to travel to that point. From a timing point of view, location or territory can be a major factor in the decision making process. It should, however, be mentioned that not every franchise has a territorial structure. There exists in the franchise marketplace a number of ventures that are classified as non-territorial. The time pressure, therefore, may not be so great with a nonterritorial brand. However one should also investigate them equally as closely as, while they may not be geared to a geographical territory, there may well be other aspects that are exclusive to a franchisee and as such a time element may be involved in the decision making process. In looking at a time line for seeking a franchise award it is always advisable to look at the entire process, from basic investigation right through to the time when the business is a ctually open for business and the cash flow starts. It is important to look at this aspect, as in many franchise models the entire investigation to opening the process
may well run into many months. This will be especially true with ‘bricks and mortar’ franchises where there may be a construction process to follow or, at best, a refitting of some existing premises. There may also be the need to hire employees and to build a suitable training program for them. There may be a need to purchase speck equipment that needs to be custom manufactured. There are many different aspects that need to be factored into the time line. Naturally once a franchise has been awarded the franchisor will also be greatly involved in all of these ‘getting started’ areas, however they usually have to follow a pre-set time line. Therefore, if you are a person that likes to investigate, make a decision and get started in the franchise world, sooner is surely better than later. David Banfield is President of The Interface Financial Group, a position that he has held for over 20 years. He has been instrumental in starting Interface as a franchise opportunity and building it to its current international status. Prior to his involvement with Interface, he worked extensively in the banking, credit and factoring financial service areas. For more information visit www.interfacefinancial.com
Page 39
ex per t advice
Canadian Franchise Magazine
ex per t advice
Jordan Druxerman | Franchising and Licensing Lawyer | Garfinkle Biderman LLP
Dunkin’ Donuts:
A n I mplied D uty on F ranchisors to
E nhance the B rand ?
With a 12.5% market share and 210 stores in Quebec in the late 1990’s, Dunkin’ Donuts was an industry leader. By 2012, Dunkin Donuts’ Quebec presence had fallen precipitously to 13 stores. At the same time, Tim Hortons increased its presence from 60 stores in 1995 to more than 300 stores by 2005. A Quebec court would later call it the “Tim Hortons phenomenon”. Dunkin Donuts’ franchisees were expressing their concern to the franchisor as early as 1996. The franchisees complained to the franchisor that it
Page 40
was not providing the support needed to combat Tim Hortons and the newly competitive marketplace. By 2000, the franchisees were demanding a plan from the franchisor, a plan which ultimately consisted of the franchisor contributing to store renovations and the recruiting of a new master franchisee. The plan failed and the situation continued to worsen. A group of franchisees collectively operating 32 Dunkin’ Donuts franchises then sued the Dunkin Donuts franchisor in Quebec. In the case of Bertico Inc. et al v. Dunkin’ Brands Canada Ltd., the franchisees claimed for the formal termination of their franchise agreements and leases, as well as for damages of $16.4 million stemming from the alleged repeated and continuous failure by Dunkin’ Donuts to fulfil its contractual obligations to protect and enhance the Dunkin’ Donuts brand in Quebec between 1995 and 2005. The franchisees
were entirely successful and were awarded $16.4 million in damages. The Quebec Court of Appeal reduced the quantum of damages to approximately $11 million but otherwise largely upheld the lower court’s decision. In doing so, the Court of Appeal confirmed the trial judge’s decision that the franchisor owed an implicit obligation of good faith to protect and enhance the brand. The franchisees, according to the court, were entitled to rely on the franchisor to take reasonable measures to protect them from changing market conditions. The concern for franchisors across Canada is what effect this decision, together with a similar 1997 Quebec decision of Provigo Distribution Inc. v. Supermarche A.R.G. Inc., will have on the industry. Will franchisors be liable to their franchisees where the franchisor is deemed, in hindsight, to have failed to exercise prudent business judgment?
Canadian Franchise Magazine
Jordan Druxerman
liable for the resulting decline of the value of the brand. If the franchisor had used reasonable efforts to maintain and enhance the brand, it would likely not have been found liable even if the value of the brand did, nonetheless, decline. The concern is that the Dunkin’ Donuts decision may represent a slippery slope where other judicial bodies may rely on it when placing an implied duty on franchisors and ruling in favour of unhappy franchisees.
“Franchisors may be liable, similar to as in the situation in Dunkin’ Donuts decision, for the harm to their brands caused by underperforming or non-compliant franchisees.” Will franchisors owe a duty to their franchisees to guarantee profitability and success? While the Dunkin’ Donuts decision is disconcerting for franchisors, there were two factors which would limit the precedential nature of the decision. Firstly, the decision turned on facts that were specific to that case. Specifically, the franchise agreements contained express terms which placed an obligation on the franchisor to protect and enhance the value of the brand. Such terms are relatively rare and are generally not found in franchise agreements in Canada. Secondly, the court relied on Article 1434 of the Civil Code of Quebec (CCQ) in finding the implied duty to protect the
strength of the brand. In applying Article 1434 of the CCQ, the court found that the obligations owed by the franchisor to its franchisees are not only those explicitly stated in the agreements, but also implicit obligations that flow from the nature of the franchise agreements. The CCQ is unique to Quebec and decisions under it are not binding on courts outside of Quebec. The Court of Appeal rejected the franchisor’s argument that the decision effectively imposed on it an obligation to guarantee its franchisees’ success. The court found that the franchisor was under an obligation of means, not an obligation of results. The franchisor was found liable as a result of a decade of failings. The franchisor was not found
Given the unique fact-set underlying the Dunkin’ Donuts decision, and given that the decision is based on the Civil Code of Quebec, the decision is unlikely to affect future decisions, especially outside of Quebec. If nothing else, however, the decision should reinforce that franchisors must be attentive to ensuring that their franchisees comply with the standards of their franchise systems. Franchisors may be liable, similar to as in the situation in Dunkin’ Donuts decision, for the harm to their brands caused by under-performing or non-compliant franchisees. If, however, franchisors are saddled with an implied duty to maintain the integrity of their brands, it gives the franchisors additional grounds to address franchisees whose operations are below the standards of their brands. This may be a welcome result of the Dunkin’ Donuts decision as, in the present legal climate in Canada, it is extremely difficult to address franchisees who are not in full compliance with the franchisor’s system. Jordan Druxerman is a franchising and licensing lawyer at Garfinkle Biderman LLP in Toronto. Jordan can be reached at 416 869 7628 or jdruxerman@garfinkle.com
Page 41
fr a nchise & serv ices di r ecto ry
CANADIAN FRANCHISE
Excellent for branding and recognition.
INTRODUCING OUR NEW A-Z LISTING SECTION!
Choose a 12 or 6 month package or simply add the A-Z directory onto your FOCUS, PROFILE or AD!
Making an appearance every issue in Canadian FranchisE magazine, each detailed, 4 color A-Z listing comes with a 150 word write up and your logo.
To learn about the A-Z directory or any other products, please contact Kimberly Kutnick: kimberlyk@cbgpublishing.com or 847-607-8407.
baskin robbins
Baskin-Robbins was founded in 1945 by two ice cream enthusiasts whose passion led to the creation of more than 1,200 ice cream flavors and a wide variety of delicious treats. In 2013, more than 13 million ice cream cakes were sold in Baskin-Robbins shops worldwide. Headquartered in Canton, Mass., BaskinRobbins is part of the Dunkin’ Brands Group, Inc. (Nasdaq: DNKN) family of companies. For further information, visit www.BaskinRobbins.com.
Named the top ice cream and frozen dessert franchise in the United States by Entrepreneur magazine’s 36th annual Franchise 500® ranking in 2014, Baskin-Robbins is the world’s largest chain of ice cream specialty shops. BaskinRobbins creates and markets innovative, premium hard scoop ice cream and soft serve, custom ice cream cakes and a full range of beverages, providing quality and value to consumers at more than 7,500 retail shops in nearly 50 countries.
Dickinson Wright Our franchise and distribution law lawyers are some of the most widely published and most respected practitioners in the world and have decades of experience representing a broad spectrum of businesses, from start-ups to multinational and multi-brand enterprises, in a vast range of industries. With access to Dickinson Wright’s full scope of capabilities, we support our clients in their every need, including: • Creating domestic and international franchise and distribution networks • Preparation of disclosure documents and materials • Drafting and negotiating franchise and distribution agreements, including unit, area, development, master and international agreements
driverseat Driverseat is a vehicle chauffeur service, offering professional driving services under 4 categories, Designated Driving, Assisted Transport, Airport Chauffeur, and Vehicle Chauffeur. Driverseat provides its clients with Coachmen (drivers) to either drive them somewhere in their own vehicle, or to relocate their vehicle for them. As a franchise, Driverseat is a low cost, low breakeven, high opportunity business model,
Fired – Up Pizza Fired – Up Pizza is a mobile fired pizzieria that offers fresh made thin crust wood fired pizzas, Calzones, fired pies and fired dogs that will guarantee to satisfy appetites for something different. Fired up Pizz Inc has developed and owns a unique propriety franchise system relating to the establishment, development and operations of a mobile restaurant trailer, specializing in the sale of wood fire pizza, Calzones, Fired dog and Fired pies that are prepared using the best ingredients
Page 42
www.canadianfranchisemagazine.com
To learn more about franchising opportunities, visit www.baskinrobbinsfranchising.com
• Drafting and negotiating licence and dealer agreements • Litigation and alternative dispute resolution • Marketing, advertising, promotions and contests • E-commerce • Regulatory compliance, with particular emphasis on franchise disclosure laws, product licensing and competition law • Protecting trademark and other intellectual property rights • Purchase and sale of individual units or complete systems • Leasing and real estate acquisition • Corporate and personal tax planning • Corporate and business law • Employment and labour law Phone: 416-646-3842
where franchisees work from home offices and focus primarily on the local sales and marketing campaigns. We offer an extensive 5 day training program, a mobile app to manage the on-call services, and significant ongoing support through our team of Franchise Conductors. Contact: Brian Bazely Phone: 855-374-8390 Email: info@driverseatcanada.com Website: www.driverseatcanada.com
available and cooked using a wood fired oven. The Franchisor will train new Franchisees uniformily to its high standards of quality and service. Seasonal business 7-12 months depending on area – Easy to learn system Turn- key operation within 48 hours of concession trailer delivery – Strong GPM – Estimated ROI 1.5 -2 Years. For more information Tel: 866 746 6999 or email rob@firedup-pizza.com www.firedup-pizza.com
Franchise Gator is the leading destination for those seeking to invest in a franchise or business opportunity. Serving the franchise community since 2002, Franchise Gator has consistently ranked as the #1 franchise Portal. With a directory of over 300 franchise opportunities to browse through, the website is a one-stop destination for those interested in getting free information about franchise
The Interface Financial Group – IFG 50/50 The Interface Financial Group – IFG 50/50 is an affordable home-based franchise that provides short-term working capital to small and medium-sized businesses by purchasing current, quality invoices at a discount, thus accelerating the client’s cash flow and growth. All transactions are syndicated 50/50 with the franchisee and the franchisor, and that means less working capital required to fund transaction: IFG does the bulk of the due diligence and the ‘paperwork’ for the transactions, and IFG 50/50 franchisees will concentrate their efforts on building the referral relationships – they do the ‘people work’.
opportunities so they can begin their exploratory process. The Franchise Gator directory is searchable by industry type, location, investment amount and by top franchises. In addition to its directory, the Franchise Gator site also features numerous resources to help franchisees get started with searching for and purchasing a franchise. It also releases its own Top 100 rankings of franchise opportunities. For more information phone: 678 748 3000 or email sales@franchisegator.com
• No staff to hire, fire, or manage • No storefront to own, lease, or maintain • No Inventory or stock to purchase • No extensive travel because IFG franchisees do business locally • Business-to-Business, professional environment with regular business hours of operation • Flexibility to relocate for part of the year or permanently and continue doing business Our franchisees are excellent communicators, relationship builders with decision-making and problem-solving skills, and much more sales & marketing oriented.IFG has been in the ‘invoice discounting’ business since 1972, and employs its franchise network around the world.
Key advantages of being an IFG 50/50 franchisee include:
www.interfacefinancial.com
Liberty tax service
Liberty Tax is a company to watch, not just in tax preparation franchise terms, but in the business world as a whole. Our corporate team, Area Developers, and franchisees are accessible and down-to-earth. We provide a supportive network and a culture that is progressive and fun.
Founded in 1997 by CEO John T. Hewitt, Liberty Tax Service is the fastest-growing tax preparation franchise in the industry and has prepared almost 18 million income tax returns in more than 4,400 offices and online. Liberty balances strong growth, best business practices, social responsibility, and a fulfilling life experience for our franchisees. We’re committed to creating a business system and environment that will be held up as the model for all other tax preparation franchises to emulate.
massage addict Massage Addict is the country’s largest and fastest growing provider of massage therapy services, with over 40 clinics across Canada. Massage Addict is a proven business concept serving a gap in the market by helping Canadians improve their health through affordable, convenient massage therapy without sacrificing quality or service. Clients love the quality of Massage Addict’s Registered Massage Therapists and our franchise partners love the business model. • Low investment and start-up costs • Recurring revenue and quick ROI
planet beach Planet Beach has taken the spa experience to a new place. Our automated spa is a unique and innovative approach to the traditional spa. Customers enjoy unlimited fully automated, spa services for a monthly membership fee. This is a recurring revenue business model for our franchisees. Once a luxury item, spa and wellness services are in high demand because they minimize health costs, reduce stress and help people live healthy, happy lives. Planet Beach to offers luxury spa services at affordable prices.
fr a nchise & serv ices di r ecto ry
Franchise Gator
You can join one of the top franchise opportunities in the world. Just fill out our request franchise information form to find out more about Liberty Tax. www.libertytaxfranchise.com/request-franchiseinformation.html
• Approximately 80% of treatments are paid by insurance • Opportunity for multi-clinic ownership • Straightforward clinic operations • 100% Canadian owned and operated Massage Addict is the right industry, the right business model, the right brand and most importantly it’s the right time. Call today. Phone: 1-855-852-6108 Email: info@massageaddict.ca Website: www.massageaddict.ca
The Planet Beach automated spa concept connects with members because it delivers what they want: • Convenient and affordable luxury services • A place to relax and recharge • Privacy, no need for an attendant • Innovative technology • Reciprocal membership-based offering For more information Website: www.planetbeachcanada.com or Email: kim.snidar@planetbeach.com
Page 43
fr a nchise & serv ices di r ecto ry
Sangster’s Health Centres®
®
Sangster’s Health Centres® is ‘ The natural choice for health®’ and Canada’s #1 retail vitamin and nutrition franchise specializing in retail sales of vitamins, minerals and herbal products, sports nutrition, body care and wellness solutions to Canadians’ health and nutritional needs. Serving Canadians since 1971, Sangster’s has grown across the country with store locations coast to coast. Put the power of our 4 decades of experience to work for you and your success.
Sangster’s® proven success system includes extensive operational and nutritional training, ongoing support, site selection, lease negotiation, national advertising, exclusive national magazine and exclusive Sangster’s branded supplements trusted by Canadians coast to coast.
On May 4, 2009, Sangster’s Health Centres® was recognized as the 2009 Grand Prize Winner of the Canadian
Website: www.sangstersfranchise.com Email: franchise@sangsters.com
skedaddle
spread its footprint across Canada in the coming years. Skedaddle Humane Wildlife Control is a community based business that currently provides profitable and rewarding service in 22 locations throughout Ontario, Quebec and Nova Scotia. No prior experience is required to get out from behind your desk and become your own boss today.
Skedaddle Humane Wildlife Control has been Canada’s leader and pioneer in the area of urban wildlife control for over 25 years, helping home and business owners remove and exclude wildlife from their property in an effective and humane manner. As cities, towns and suburbs continue to expand the need for value-added wildlife management will continue to grow. Skedaddle’s proven three step approach includes humanely removing the wildlife, repairing the damage and securing the home against future intrusion. This ensures a customized and complete solution for customers at a premium price point. Skedaddle Humane Wildlife Control is the latest brand to join That Franchise Group who manage a portfolio of six home service franchises with over 400 locations across North America. With this strong backing, Skedaddle has aggressive growth plans to
The Garage Door Depot® The Garage Door Depot is Canada’s largest and only coast to coast garage door supply, service and installation company, headquartered in Port Coquitlam, British Columbia with franchises across Canada. ®
The Garage Door Depot is committed to providing Canadian Consumers, Business customers, Builders, Garage Door Dealers and its Garage Door Depot Franchise partners with a one-stop
Z-teca Z-teca (pronounced “zee-tek-ah”) is a Canadian fast-casual Gourmet Burrito concept operating since 2007. Ten (10) locations are currently operating and many more under development. We serve premium quality Mexican foods, such as twohanded Burritos, Burrito Bowls, Salads, Tacos and Quesadillas, all made fresh daily in our kitchens and prepared to order.
Key Benefits Include - high demand - low competition - cash business - limited accounts receivable - few employees - minimal supplies and equipment required - rapidly profitable - home based business - low start up costs - excellent head office support - environmentally friendly and socially responsible services For more information about this exciting opportunity: Website: http://www.skedaddlefranchise.com/
destination to provide for all their residential and commercial overhead door and related product/ service needs. CFA Franchisees Choice 2014 CFA Franchisees Choice 2015 Contact: Dean Carman Phone: 604-526-1086 or 1-888-698-3667 Fax: 604-526-1087 Email: franchise@garagedoordepot.ca Website: www.garagedoordepot.ca
The Burrito category is experiencing significant growth and we are looking for Burrito Aficionados – quality franchise partners who share in our vision and are hungry for success. Area Developers and Master Franchises are also available for the provinces of Quebec, Alberta and British Columbia. If you have what it takes and want to get on board with a quality Burrito concept, give us as call: 416 636 3181 ext 222 or email gave@z-teca.com
CANADIAN FRANCHISE
Excellent for branding and recognition.
INTRODUCING OUR NEW A-Z LISTING SECTION!
Choose a 12 or 6 month package or simply add the A-Z directory onto your FOCUS, PROFILE or AD!
Making an appearance every issue in Canadian FranchisE magazine, each detailed, 4 color A-Z listing comes with a 150 word write up and your logo.
Page 44
Franchise Association’s prestigious “CFA Award of Excellence in Franchising”, and in April of 2015, Sangster’s® once again was recognized by the Canadian Franchise Association by winning the 2015 “Franchisees’ Choice” designation award at the Annual CFA Awards show. This marked the 5th consecutive year Sangster’s® has won this prestigious award.
To learn about the A-Z directory or any other products, please contact Kimberly Kutnick: kimberlyk@cbgpublishing.com or 847-607-8407. www.canadianfranchisemagazine.com
Page 45 Canadian Franchise Magazine
F R A N C H IS E
INTRODUCING OUR NEW CANADIAN FR
ANCHISE
TING INTRO SECTION! ue in Canadian arance every iss A-Z Making an appe detailed, 4 color ch ea e, zin ga your FranchisE ma rd write up and wo 0 15 a h wit listing comes NEW A-Z LIS DUCING OUR
nition. nding and recog Excellent for bra or simply add ge cka pa nth 6 mo OR Choose a 12 or #53 02/&),% &/ UR YO NTO Y O THE ! : DIRECTOR AD ! ry or any other the A-Z directo To learn about berly Kutnick: Kim ct nta co products, please M OR CO ING LISH UB GP KIMBERLYK CB com ne. azi ag em his franc ww w.canadian
A-Z LISTING SECTION!
D IR E C T O R Y & S E R V IC E S
logo.
BASKIN ROBB
INS
frozen dessert ice cream and Named the top Entrepreneur ited States by Un the g in e his franc e 50 0Ž rankin his nc Fra al th annu maga zine’s 36 rld’s largest wo the is s bin ob in 2014, Baskin-R ps. Baskinam specialt y sho mium chain of ice cre ts innovative, pre rke ma d an s stom Robbins create d sof t ser ve, cu an am cre ice hard scoop of beverages, and a full range ice cream cakes mers at more value to consu d an y alit qu untries. providing co 50 arly ne shops in than 7,500 retail
DICKINSON W
RIGHT
in 1945 by two s was founded Baskin-Robbin ssion led to siasts whose pa ice cream enthu ice cream 00 1,2 n tha re mo the creation of ous treats. e variety of delici am cakes flavors and a wid 13 million ice cre n tha re mo , In 2013 ps worldwide. skin-Robbins sho Ba in ld so re we , Baskinin Canton, Mass. Inc. Headquartered Brands Group, n’ nki Du the of For fur ther Robbins is part of companies. ily fam ) KN DN (Nasdaq: obbins.com. it ww w.BaskinR information, vis es, ing opportuniti his nc fra t ou ab To learn more franchising.com ins bb inro ask visit ww w.b
some of the law law yers are and distribution ctitioners Our franchise st respected pra lished and mo representing nce erie most widely pub exp decades of e hav to multiand ps ld in the wor , from start-u m of businesses ge of s, in a vast ran a broad spectru rand enterprise lti-b scope mu full ’s and l ght nationa kinson Wri d, h access to Dic in their every nee industries. Wit nts clie our t we suppor , ities abil cap of AND including: TIONAL FRANCHISE ESTIC AND INTERNA s #REATING DOM wor ks D MATERIALS distribution net S AN ENT CUM DO F DISCLOSURE TRIBUTION s 0REPARATION O NCHISE AND DIS master and NEGOTIATING FRA s $RAFTING AND a, development, uding unit, are agreements, incl s ent eem agr al internation
DRIVERSE AT
REEME AND DEALER AG EGOTIATING LICENCE TION s $RAFTING AND N TIVE DISPUTE RESOLU RNA ALTE ND N A STS s ,ITIGATIO OTIONS AND CONTE VER TISING PROM s -ARKETING AD
ur service, vehicle chauffe Driverseat is a rvices under se g vin dri l na sio offering profes iving, Assisted Dr ted na sig De 4 categories, d Vehicle rt Chauffeur, an Transport, Airpo ur. Chauffe h Coachmen es its clients wit Driverseat provid ve them somewhere in dri r he eit (drivers) to their vehicle le, or to relocate their own vehic m. the for low cost, low Driverseat is a ess model, As a franchise, portunit y busin op h hig n, eve break
NTS
SIS s % COMMERCE ARTICULAR EMPHA MPLIANCE WITH P and s 2EGULATORY CO duct licensing losure laws, pro on franchise disc
ERTY RIGHTS competition law R INTELLECTUAL PROP DEMARK AND OTHE TEMS s 0ROTECTING TRA S OR COMPLETE SYS UNIT UAL IVID IND SALE OF s 0URCHASE AND CQUISITION E A STAT AL E s ,EASING AND RE NING PERSONAL TAX PLAN s #OR PORATE AND BUSINESS LAW s #OR PORATE AND ND LABOUR LAW s %MPLOYMENT A 0HONE
home offices ees work from where franchis al sales and loc rily on the and focus prima tensive 5 We offer an ex . ns aig mp ca ge marketing bile app to mana mo a m, gra day training pro cant ongoing nifi sig d an s, ce the on-call servi nchise our team of Fra support through s. tor uc Cond Ba zely Contact: Brian E ON 0H rseatcanada.com Email: info @drive rseatcanada.com rive w.d ww Website:
Making an appearance every issue in Canadian Franchise magazine.
Each detailed, 4 color A-Z listing comes with a 150 word write up and your logo. Excellent for branding and recognition.
od fired oven. oked using a wo available and co hisees nc Fra w ne in will tra The Franchisor of qualit y and high standards uniformily to its 2 months nal business 7-1 ser vice. Seaso to learn system sy Ea – a are NCESSION depending on HOURS OF CO THIN WI TION ERA 4URN KEY OP TIMATED 2/) TRONG '0- n %S TRAILER DELIVERY n 3 . ars 1.5 -2 Ye ation For more inform OR 4EL up-pizza.com email rob @fired zza.com ww w.firedup-pi
Choose a 12 or 6 month package or simply add the ZZ A FIRED – UP PI RIA THAT PIZ ZIE A-Z directory onto your FOCUS, PROFILE or ad! D lRE ILE OB zas, 5P 0IZZA IS A M &IRED n od fired piz de thin crust wo l offers fresh ma d dogs that wil fire d an s pie d mething Calzones, fire appetites for so isfy sat to e guarante dif ferent. AND OWNS A HAS DEVELOPED relating to the &IRED UP 0IZZ )NC franchise system ety pri pro e uniqu operations of a d an nt me op devel establishment, zing in the sale t trailer, speciali and Fired mobile restauran nes, Fired dog lzo Ca za, piz ingredients of wood fire using the best red pa pre are t pies tha
To learn about the A-Z directory or any other products, please contact Kimberly Kutnick: kimberlyk@cgbpublishing.com or 847-607-8407.
www.canadianfranchisemagazine.com 0AGE 62
Page 45
canadian franchise magazine is part of the global network of CGB Publishing
With 30 years experience in providing high quality business information, with a particularly strong focus on franchising, our global presence allows opportunity for international franchise marketing solutions. T H E
I N E M A G A Z
AUS TRA LIA
F O R
H I S E E S F R A N C VOL 09 ISSUE
Franchising U S A
2015 06 SEPT/OCT
THE MAGAZ INE
LAN D and NEW ZEA
. V.I.P ITY
$5.95 www.franchisi
FOR FRANC HISE
ES
VOL 03, ISSUE 11,
ngusamagazine.com
SEPT 2015
QUAL NAILED
chisemagazine.co
m
LIBERTY B INDEPENDENT E? OR FRANCHISE
10 WAYS
EXIST?
YOUR HO & BUSINESS FINA NCIA L
w w w. c a n a d i a n f r a n
WHICH PATH TO CHOOSE R O K E R
Spring CMleEan
S LATE ST NEW
ISSUE 2#3 - 2015
GIVE ME
BUSINESS ETIQUETTE: DOES IT STILL
Canadian Franchise Magazine
THE BANK S ADVI CE FROM
THE BANKING RELATIONSHIP
TO GROW YOU R BUSINESS SPECIAL
$4.95 (AUD), $6.95
(NZ) inc. GST.
ADVI CE TOP LAWY ERS’
HOME BASED FRANCHISING
SUPPLEMENT LATES T NEWS
IMAGE STUDIOS 360 DEMAND DRIVE S EXPANSION
FINAN CIAL ADVIC E FROM THE BANK S
TOP LAWY ERS’ ADVIC E
Business Franchis
e Australia and New
HOME BASED FRANCHISING EMENT SPECIAL SUPPL
LATEST NEWS
FROM THE BANKS FINANC IAL ADVICE
SUPPLIER FORUM
1
Page TOP LAWYE RS’ ADVICE
Zealand 1
Visit www.canadianfranchisemagazine.com to find out more Page 46